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MRS. BOLA (YUSUF BOLA) OLUKAODE-CHARLES

TOTAL QUALITY MANAGEMENT BY;

TQM is the way of managing for the future, and is far wider in its application than just assuring product or service quality – It is a way of managing people and business processes to ensure complete customer satisfaction at every stage, internally and externally.

Total Quality Management is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback.

People

Customer

Supplier

Systems

Processes

Communication

Commitment

Culture

The core of TQM is the Customer-suppliers interfaces, both externally and internally, and at each interface lie a number of processes. This core must be surrounded by commitment to quality, communication of quality message, and recognition of the need to change the culture of the organization to create total quality. These are the foundation of TQM, and they are supported by the key management functions of people, processes and system of the organization.

WHAT IS QUALITY?Is delighting the customer by fully meeting their needs and expectations. These may include performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price. It is, therefore, imperative that the organization knows what these needs and expectations are. In addition, having identified them, the organization must understand them and measure its own ability to meet them.

Quality starts with market research- to establish the true requirements for the product or service and the true needs of the customers. However, for an organization to be really effective, quality must span all functions, all people, all departments and all activities and be a common language for improvement. The cooperation of everyone at every interface is necessary to achieve a total quality organization, in the same way that the Japanese achieve this with company wide quality control.

CUSTOMERS AND SUPPLIERSThere exists in each department, each office, each home, a series of customers, suppliers and customer-suppliers interfaces. These are “the quality chains” and they can be broken at any point by one person or one piece of equipment not meeting the requirement of the customer, internal or external. The failure usually finds its way to the interface between the organization and its external customers, or in the worst case, actually to the external customer.

CUSTOMERS (INTERNAL AND EXTERNAL)Who are my customers?What are their true needs and expectations?How do, or can, I find out what these are?How can I measure my ability to meet their

needs and expectations?Do I have the capability to meet the needs and

expectations? (if not, what must I do to improve this capability?)

Do I continually meet their needs and expectations? (if not, what prevents this from happening when the capability exists?)

How do I monitor changes in their needs and expectations?

SUPPLIERS (INTERNAL AND EXTERNAL):Who are my internal suppliers?What are my true needs and expectations?How do I communicate my needs and expectations to my

suppliers?Do my suppliers have the capability to measure these needs

and expectations?How do I inform them of changes in my needs and

expectations?As well as being fully aware of customers’ needs and expectations, each person must respect the needs and expectations of their suppliers. The ideal situation is an open partnership style, where both parties share and benefits.

POOR PRACTICESTo be able to become a total quality organization, some of the bad practices must be recognized and corrected. These may include: Leaders not giving clear direction. Not understanding, or ignoring competitive positioning. Each department working only for itself. Trying to control people through system. Confusing quality with grade. Accepting that a level of defects or errors is inevitable. Firefighting, reactive behavior The “it’s not my problem” attitude.How many of these behaviors do you recognized in Isalu

Hospitals?

THE ESSENTIAL COMPONENT OF TQM – COMMITMENT AND LEADERSHIP

TQM is an approach to improving the competitiveness, effectiveness and flexibility of an organization for the benefits of all stakeholders. It is a way of planning, organizing and understanding each activity, and of removing all the wasted effort and energy that routinely spent in organizations. It ensures the leaders adopt a strategic overview of quality and focus on prevention not detection of problems.Whilst it must involve everyone, to be successful, it must start at the top with the leaders of the organization.

All senior managers must demonstrate their seriousness and commitment to quality, and middle managers must, as well as demonstrating their commitment, ensure they communicate the principles, strategies and benefits to the people for whom they have responsibility. Only then will the right attitudes spread throughout the organization.

A fundamental requirement is a sound quality policy, supported plans and facilities to implement it. Leaders must take responsibility for preparing, reviewing and monitoring the policy, plus take part in regular improvement of it and ensure it is understood at all levels of the organizations.

Effective leadership start with the development of a mission statement, followed by a strategy, which is translated into action plans down through the organization. These combined with a TQM approach, should result in quality organization, with satisfied customers and good business results.

5 REQUIREMENTS FOR EFFECTIVE LEADERSHIP. Developing and publishing corporate beliefs,

values and objectives, often as a mission statement.

Personal involvement and acting as role models for a culture of total quality.

Developing clear and effective strategies and supporting plans for achieving the mission and objectives.

Reviewing and improving the management system.

Communicating, motivating and supporting people and encouraging effective employee participation.

The task of implementing TQM can be daunting. The following is a list of points that leaders should consider; they are a distillation of various beliefs of some of the quality gurus:

The organization needs a long-term commitment to continuous improvement.

Adopt the philosophy of zero errors/defects to change the culture to right first time.

Train people to understand customer/suppliers relationship.

Do not buy products and services on price alone-look at the total cost.

Recognize that improvement of the system must be managed

Adopt modern methods of supervising and training – eliminate fear.

Eliminate barriers between department by managing the process-improve communications and team work.

Eliminate goals without methods, standards based only on numbers, barriers to pride of workmanship and fiction-get facts by studying processes.

Constantly educate and retrain-develop experts in the organization

Develop a systematic approach to manage the implementation of TQM.

CULTURE CHANGE

The failure to address the culture of an organization is frequently the reason for many management initiatives either having limited success or failing altogether. Understanding the culture of an organization, and using that knowledge to successfully map the steps needed to accomplish a successful change, is an important part of the quality journey.

The culture in any organization is formed by the beliefs, behavior, norms, dominant values, rules and the climate. A culture change e.g. from one of acceptance of a certain level of errors or defects to one of right first time, every time, needs two key elements:

Commitment from the leadersInvolvement of all the organization’s

people.

THE BUILDING BLOCKS OF TQM: PROCESSES, PEOPLE, MANAGEMENT SYSTEMS AND PERFORMANCE

Everything we do is process, which is the transform of a set of inputs, which can include action, methods and operations, into the desired outputs, which satisfy the customers’ needs and expectation. In each area of function within an organization there will be many processes taking place, and each can be analyzed by an example of the inputs and outputs to determine the action necessary to improve quality.

In every organization there are some very large processes, which are groups of smaller processes, called key or core business processes. These must be carried out well if an organization is to achieve its mission and objectives. The section on Processes discusses processes and how to improve them, and implementation covers how to prioritize and select the right process for improvement.

The only point at which true responsibility for performance and quality can lie is with the People who actually do the job or carry out the process, each of which has one or several suppliers and customers.

PROCESS

Materials

Methods

Procedures

People

Information

Skills

Knowledge

Plant & Equipment

Training

Voice of the Customer

Feedback Voice of the

Process

Feedback

ProductsService

sInformatio

nPaperwork

OUTPUTSINPUT

CUSTOMERSSUPPLIERS

An efficient and effective way to tackle process improvement is through teamwork. However, people will not engage in improvement activities without commitment and recognition from the organization’s leaders, a climate for improvement and a strategy that is implemented thoughtfully and effectively. The section on People expands on these issues, covering roles within teams, team selection and development and models for successful teamwork.

An appropriate documented Quality Management System will help an organization not only achieve the objectives set out in its policy and strategy, but also, and equally importantly, sustain and build upon them. It is imperative that the leaders take responsibility for the adoption and documentation of an appropriate management system in their organization if they are serious about the quality journey. The system section discusses the benefits of having such a system, how to set one up and successfully implement it.

Once the strategic direction for the organization’s quality journey has been set it, it needs Performance Measures to monitor and control the journey, and to ensure the desired level of performance is being achieved and sustained. They can, and should be, established at all levels in the organization, ideally being cascaded down and most effectively undertaken as team activities and this is discussed in the selection on performance.

Thank you for Pinning your Ears Back.